| dc.description.abstract | This thesis examines the case of a company that was originally in the ODM consumer notebook industry, but due to the competition from domestic manufacturers, the industry, which was highly integrated and heavily invested in capital and technology, was unable to realize the value of the industry and degenerated into a business of OEM for international brands, earning meager profits. The company adjusted the company′s organization and business model to transform into a niche market and developed into a leading manufacturer of ruggedized computers with its own brand and global sales.
The thesis describes the main product specifications and features in the context of rugged computing products, and further explains the industry overview in terms of market size, major competitors, and market entry barriers. In the case study, the company′s history, vision and mission, business strategy, and major issues and challenges of transformation are introduced.
The fourth chapter explains the application of ruggedized computer products in the automotive industry and the business model of the case company in the automotive industry. By using the concepts and framework proposed by Alexander Osterwalder and Yves Pigneur in their 2010 book Business Model Generation, systematically analyze the three business models of the case companies in the automotive industry using the four facets and nine important elements of the Business Model Canvas to explain the value proposition and competitive advantages of the companies.
Finally, Chapter 5 is the suggestion from the experience of the case company over the past 30 years, including R&D design, manufacturing, marketing, after-sales service, and operational certification, to help those who plan to enter the rugged computer industry. | en_US |